(1) Insist on doing everything
through "channels." Never permit short-cuts to be taken in
order to expedite decisions.

(2) Make "speeches."
Talk as frequently as possible and at great length. Illustrate your
"points" by long anecdotes and accounts of personal
experiences. Never hesitate to make a few appropriate "patriotic"
comments.

(3) When possible, refer all
matters to committees, for "further study and consideration."
Attempt to make the committees as large as possible — never less
than five.

(6) Refer back to matters decided
upon at the last meeting and attempt to re-open the question of the
advisability of that decision.

(7) Advocate "caution."
Be "reasonable" and urge your fellow-conferees to be
"reasonable" and avoid haste which might result in
embarrassments or difficulties later on.

(8) Be worried about the
propriety of any decision — raise the question of whether such
action as is contemplated lies within the jurisdiction of the group
or whether it might conflict with the policy of some higher echelon.

(b) Managers and Supervisors

(1) Demand written orders.

(2) "Misunderstand"
orders. Ask endless questions or engage in long correspondence about
such orders. Quibble over them when you can.

(3) Do everything possible to
delay the delivery of orders. Even though parts of an order may be
ready beforehand, don't deliver it until it is completely ready.

(4) Don't order new working
materials until your current stocks have been virtually exhausted, so
that the slightest delay in filling your order will mean a shutdown.

(5) Order high-quality materials
which are hard to get. If you don't get them argue about it. Warn
that inferior materials will mean inferior work.

(6) In making work assignments,
always sign out the unimportant jobs first. See that the important
jobs are assigned to inefficient workers of poor machines.

(7) Insist on perfect work in
relatively un important products; send back for refinishing those
which have the least flaw. Approve other defective parts whose flaws
are not visible to the naked eye.

(8) Make mistakes in routing so that
parts and materials will be sent to the wrong place in the plant.

(9) When training new workers,
give in complete or misleading instructions.

(10) To lower morale and with it,
production, be pleasant to inefficient workers; give them undeserved
promotions. Discriminate against efficient workers; complain unjustly
about their work.

(11) Hold conferences when there is
more critical work to be done.

(12) Multiply paper work in
plausible ways. Start duplicate files.

(13) Multiply the procedures and
clearances involved in issuing instructions, pay checks, and so on.
See that three people have to approve everything where one would do.

(14) Apply all regulations to the
last letter.

(c) Office Workers

(1) Make mistakes in quantities of
material when you are copying orders. Confuse similar names. Use
wrong addresses.

(2) Prolong correspondence with
government bureaus.

(3) Misfile essential documents.

(4) In making carbon copies, make
one too few, so that an extra copying job will have to be done.

(5) Tell important callers the boss
is busy or talking on another telephone.

(6) Hold up mail until the next
collection.

(7) Spread disturbing rumors that
sound like inside dope.

(d) Employees

(1) Work slowly. Think out
ways to increase the number of movements necessary on your job: use a
light hammer instead of a heavy one, try to make a small wrench do
when a big one is necessary, use little force where considerable
force is needed, and so on.

(2) Contrive as many
interruptions to your work as you can: when changing the material
on which you are working, as you would on a lathe or punch, take
needless time to do it. If you are cutting, shaping or doing other
measured work, measure dimensions twice as often as you need to. When
you go to the lavatory, spend a longer time there than is necessary.
Forget tools so that you will have to go back after them.

(3) Even if you understand the
language, pretend not to understand instructions in a foreign tongue.

(4) Pretend that instructions are
hard to understand, and ask to have them repeated more than once. Or
pretend that you are particularly anxious to do your work, and pester
the foreman with unnecessary questions.

(5) Do your work poorly and blame
it on bad tools, machinery, or equipment. Complain that these things
are preventing you from doing your job right.

(6) Never pass on your skill and
experience to a new or less skillful worker.

(7) Snarl up administration in every
possible way. Fill out forms illegibly so that they will have to be
done over; make mistakes or omit requested information in forms.

(8) If possible, join or help
organize a group for presenting employee problems to the management.
See that the procedures adopted are as inconvenient as possible for
the management, involving the presence of a large number of employees
at each presentation, entailing more than one meeting for each
grievance, bringing up problems which are largely imaginary, and so
on.

(9) Misroute materials.

(10) Mix good parts with unusable
scrap and rejected parts.

(12) General Devices for Lowering
Morale and Creating Confusion

(a) Give lengthy and
incomprehensible explanations when questioned.

(b) Report imaginary spies or
danger to the Gestapo or police.

(c) Act stupid.

(d) Be as irritable and
quarrelsome as possible without getting yourself into trouble.